Article considered collective bargaining in practical terms. (RK)

During the 1980s, the number of local education associations engaging in some type of collaborative bargaining, a problem-solving approach conducted in an atmosphere of mutual respect, grew significantly. In exploring the theory and practice of collaborative bargaining, the National Education Association relied on available published materials and…

Author reflected upon the effect that collective bargaining has had upon the professional, personal, and home lives of individuals closely or directly involved in collective bargaining. (Author/RK)

Differences in the approach to and nature of collective bargaining practices in industrialized countries are examined, along with recent trends and developments. While inflation and other problems may change the character of negotiation agreements, the institution of collective bargaining has demonstrated adaptability. (MF)

The technique of computer simulation applied to collective bargaining situations is presented in the setting of negotiations between library administration and staff (representing, respectively, management and labor union). The negotiation simulation exercise was developed for use in both college and industry. (MF)

Criticizes the concept of superintendents functioning as chief negotiators in collective bargaining processes (it endangers the relationship with teachers, and puts an extra burden on the demanding job of a superintendent). Lists five recommendations for hiring outside negotiators. (MD)

Most frequently made collective-bargaining errors include mistaking rhetoric for reality, negotiating every teacher demand, settling too soon, failing to resolve board conflict, allowing unions to define the comparison base, accepting ambiguous solutions, circumventing the bargaining team, not seeking counsel, waving "red flags," and trusting the…

An Illinois district created a collaborative contract agreement that lays a foundation for future multiyear contracts. In the process, participants learned to build a participative district atmosphere benefitting all three leadership parties, seek compromise, avoid unnecessary contract language changes, allow minimal publicity about sessions, and…

Guidelines for supervisors and managers in handling grievances are presented, with suggestions for avoiding the long and costly arbitration process whenever possible. The author stresses that management must understand the perspective of the arbitrator who is bound by the labor contract and precedent. (MF)

After attaining a collective bargaining contract with New York City in 1960, the United Federation of Teachers worked successfully to improve salaries and working conditions. But in the aftermath of the 1975 fiscal crisis, the more equitable participation of teachers in policymaking has emerged as a clear goal. (KH)

Argues that present methods of public-sector collective bargaining, modeled as they are after private-sector bilateral negotiations, do not adequately reflect the pluralistic nature of the many publics affected by such negotiations. Describes four multilevel models for pluralist bargaining and calls for formalized public participation in public…

Ontario secondary teachers were more favorable in 1977 than 1974 towards collective bargaining but showed significantly less support for sanctions, especially striking. Still, if their interests were seriously threatened, they would strike. Teacher sex and length of Ontario residence were significant predictors of militancy. (Author/SB)

This book examines the changing role of teacher unions in the educational reform movement. It contains nine case studies of unions across the United States that are forging new, collaborative relationships with management in a reconceptualization of "professional unionism." Chapters include: (1) "Building the Airplane While It's Rolling Down the…

A discussion is provided of the Fashion Institute of Technology's (FIT's) new faculty contract and its implications for the college. First, the paper traces the history of union-management negotiations. After looking at the bitter relationship that restricted faculty growth, development, and morale in the 1970s, the paper describes the…

A study sought to explain why unions fail to obtain contracts 25-30 percent of the time, even after winning the right to negotiate contracts in secret ballot elections. Data were collected from union representatives and National Labor Relations Board (NLRB) records pertaining to a sample of 135 Indiana cases and a sample of 140 cases nationwide…